Devlearn 2015 communities presentation oct 2015 backup

Using the power of COMMUNITIES to supercharge your learningLisa Minogue-WhiteDirector of Learning Solutions

HOW CUMMUNITIES SUPERCHARGE THE LEARNING ORGANISATION

WHAT MAKES EFFECTIVE

COMMUNITIES

COMMUNITIES TO SUPERCHARGE YOUR CONTENT DEVELOPMENT

COMMUNITY PLAN, LAUNCH AND

NURTURE

THE POWER OF COMMUNITIES

CASE STUDIES

FRANCE TELECOMMEDIABRANDSDELOITTE

CASE STUDIES

FRANCE TELECOMMEDIABRANDSDELOITTE

DELOITTE

TITLE: D STREET - EFFECTIVE ONBOARDING CLIENT: DELOITTE

Collaborative onboardingComplements their formal content, through providing a social layer where people can explore, comment on and feedback on core contentProvides the ability to create communities, personal profile and personalise learning

From New Social Learning, 2nd Edition

HOW CUMMUNITIES SUPERCHARGE THE LEARNING ORGANISATION

WHAT MAKES EFFECTIVE

COMMUNITIES

COMMUNITIES TO SUPERCHARGE YOUR CONTENT DEVELOPMENT

COMMUNITY PLAN, LAUNCH AND

NURTURE

THE POWER OF COMMUNITIES

WENGER AND CoPs

ETIENNE WENGER ON COMMUNITIES OF PRACTICE

“Communities of practice are the basic building blocks of a social learning system… we define with each other what constitutes competence in a given context: being a reliable doctor, a gifted photographer, a popular student, or an astute poker player.

Your company may define your job as processing33 medical claims a day according to certain standards, but the competence required to do this in practice is something you determine with your colleagues as you interact day after day.”

COMMUNITIES NEVER LEFT

70:20:10

INFORMAL LEARNING

LEARNING ECOSYSTEM

THE LEARNING ORGANISATION

COLLABORATIVE ECONOMY

THE TOOLS AT YOUR DISPOSAL

Published by Steve Dale in his blog post ‘New Paradigms For Collaboration & Knowledge Sharing’, www.stephendale.com April 2012

THE RIGHT BALANCE

there is a balance between

individual needs and strategic drivers

COMMUNITIES PLACE IN THE ECOSYSTEM

LEARNING ECOSYSTEM

TALENT MANAGEMENT

PERFORMANCE SUPPORT

STRUCTURED LEARNING

KNOWLEDGE MANAGEMENT

SOCIAL NETWORKING AND COLLABORATION

ACCESS TO EXPERTS Based on The e-Learning Guild Survey Learning

and Performance Ecosystems: Current state and challenges, Steve Foreman January 2015

THE NUTS AND BOLTS OF THE ECOSYSTEM

WHATS HAPPENING IN A LEARNING ECOSYSTEM THAT SUPPORTS SALES

CAPABILITY?

ECOSYSTEM IN PRACTICEWHATS HAPPENING IN A LEARNING ECOSYSTEM THAT SUPPORTS SALES CAPABILITY?

SALES CAPABILITY

Talent Management

Performance Support

Structured Learning

Knowledge Management

Social networking and

collaboration

Access to Experts

WORKING OUT LOUD LEARNING OUT LOUD

NEW L&D SKILLSET

HOW CUMMUNITIES SUPERCHARGE THE LEARNING ORGANISATION

WHAT MAKES EFFECTIVE

COMMUNITIES

COMMUNITIES TO SUPERCHARGE YOUR CONTENT DEVELOPMENT

COMMUNITY PLAN, LAUNCH AND

NURTURE

THE POWER OF COMMUNITIES

THE LEARNING SHIFT

CONTROL CONTINUOUS

CHARACTERISTICS OF A SUCCESSFUL COMMUNITY

PURPOSE

ACTIVE PARTICIPATION

TRUST

INTENSE SHARING

MINIMAL HIERARCHY

SOCIAL ACTIVITY

Communities“form the central

‘sense making‘ elements”

COMMUNITY ROLES

CORE GROUP

COORDINATOR

LEADERSACTIVE

EXPERTS

OCCASIONALBEGINNERS

PERIPHERALLURKERS

TRANSACTIONAL

L&D ROLE

SIFT

SUMMARISE

SORTSUPPORT

PERFORMANCE SUPPORT

SOCIAL LEARNING

ACCREDITATION

CONTINUOUS PROFESSIONAL DEVELOPMENT

EXPERIENTIAL LEARNING

CHOICE ARCHITECTURE

ORCHESTRATION

Learning design becomes a job of

understanding how element

flows to enable transformation

WHAT MAKES AN EFFECTIVE CALL CENTRE?WHAT ARE THE MAIN LEARNING NEEDS?

EXAMPLE – LEARNING IN CALL CENTRES

KEY TOOL 1 – BENEFITS TREE

KnowledgeBenefits

IntermediateBenefits

OrganisationalBenefits

ExternalBenefits

know the role

what customers need to know

ideas sharedimproved

innovation

transfer rates of knowledge increased

knowledge validated

potential rapidly reached

directed training reduced

well learned organisation

problem solving speeded up

shared approaches between buildings

Staff turnover down

improved morale - able to serve

customer

improvement against targets

single contact resolution rates

up

improved processes

closer fit to customer need

very aligned to customers needs

higher quality products and

services

improved responsiveness

customer satisfaction improved

HOW CUMMUNITIES SUPERCHARGE THE LEARNING ORGANISATION

WHAT MAKES EFFECTIVE

COMMUNITIES

COMMUNITIES TO SUPERCHARGE YOUR CONTENT DEVELOPMENT

COMMUNITY PLAN, LAUNCH AND

NURTURE

THE POWER OF COMMUNITIES

EXPLICITPROVEN METHOD, EASY TO TRANSFER

GET THE WHOLE PICTURE

TACITEMERGENT, CONTEXTUAL, COMPLEX

LOCALISATION

Develop once, go global

WHAT TO CAPTURE IN FORMAL CONTENT

Taken from Milton, N (2005) Knowledge Management for Projects and Teams (Chandos)

Complextask

Simpletask

Low codifiability High codifiability

WHAT TO CAPTURE IN FORMAL CONTENT

Play the violin

Ride abike

Whistle

Fly aplane

Manage a

project

Dance awaltz

Build a computer

Build a shed

Cook apizza

Taken from Milton, N (2005) Knowledge Management for Projects and Teams (Chandos)

Complextask

Simpletask

Low codifiability High codifiability

LEARNING SCAFFOLD

Use the software

Apply data to

campaign planning

Convince client to increase

media budget

CASE STUDIES

FRANCE TELECOMMEDIABRANDSDELOITTE

MEDIABRANDS

TITLE: MATRIXCLIENT: INITIATIVE, PART OF IPG MEDIABRANDS

Community owned the learningFormal learning scaffold with social learning providing the context and deep market insightLearning scaffold regularly updated through case studies and customer insights generated by community

PARTNERSHIP AND DEEP DIVE

USING THE COMMUNITY TO QUALIFY THE NEED

THE COMPLETE PICTURE

Increased Market Share

Gap Analysis Appreciative Enquiry

GETTING TO THE REAL NEED

IF YOU WANT TO INCREASE MARKET

SHARE, WHAT DO YOU NEED TO KNOW AND

WHAT DO YOU NEED TO DO?

VALUE CHAIN

Increased Market Share

Customers and market

Processes

Feedback

IF YOU WANT TO INCREASE MARKET SHARE, WHAT DO

YOU NEED TO KNOW AND WHAT DO YOU

NEED TO DO?

VALUE CHAIN

Increased Market Share

Better customer insights Better

product fit

Better delivery quaity

Quicker to market

More referrals and case studies

Product quality

Customers and market

Processes

References

Better market intelli-gence

Learning need

Learning need

Learning need

HOW CUMMUNITIES SUPERCHARGE THE LEARNING ORGANISATION

WHAT MAKES EFFECTIVE

COMMUNITIES

COMMUNITIES TO SUPERCHARGE YOUR CONTENT DEVELOPMENT

COMMUNITY PLAN, LAUNCH AND

NURTURE

THE POWER OF COMMUNITIES

ORGANISATIONAL FLEX INDIVIDUAL FLEX

CULTURE

DISPERSION

CURRENT PROJECTS

MEMBERSHIP PROFILE

OBJECTIVES

EXPLORATION

CONTRIBUTION

MENTORING

LURKING

EXPERIENCE

ONE SIZE NEVER FITS ALL

helping communities - providing a forum for members to help each other solve day to day problems

practice communities - developing and disseminating best practices, guidelines and procedures for use

knowledge stewarding - organising, managing and stewarding a body of knowledge from which members can draw

innovation communities - create breakthrough ideas, knowledge and practices

Any more?.

COMMUNITY TYPES

CONTENT FOR THE

COMMUNITY

CONTENT FROM THE

COMMUNITY

CONTENT FLOW

COMMUNITIES SUPERCHARGING

LEARNING

TOOL TAKEAWAY

commercial benefits

action stage

research, create and nurture stages

targetshow / how oftentop 3 measuresbenefits

HOW CUMMUNITIES SUPERCHARGE THE LEARNING ORGANISATION

WHAT MAKES EFFECTIVE

COMMUNITIES

COMMUNITIES TO SUPERCHARGE YOUR CONTENT DEVELOPMENT

COMMUNITY PLAN, LAUNCH AND

NURTURE

THE POWER OF COMMUNITIES

CASE STUDIES

FRANCE TELECOMMEDIABRANDSDELOITTE

FRANCE TELECOM

TITLE: FRUAD AND REVENUE ASSURANCECLIENT: FRANCE TELECOMCATEGORY: PRACTICE COMMUNITY

Money savedCreated once and contextualisedApplied and validated from front lineExplicit knowledge captured in great contentCommunity provided tacit, validated approach and provided ongoing QA

FRAUD & RA COMMUNITY

2001: €55m 2002: €55M 2003: €55M

2002: €71m

2003: €71M2003: €30M

cumulative cash-flow benefit since March 01: €337M

STEPS

FRAUD ONLINE WORKSTREAMS MENTOR/BUDDY AD HOC SUPPORT CORE NETWORK

01

02

03

04

05

Alerts, news, contact information of fraud

expertise, country analysis

Working together on subjects where there

is no clear policy. Papers produced as

policies - all done via virtual working

Ability to ask questions, debate,

sometimes by regular meetings, mostly by

informal contact when needed

Intensive coaching over short periods

with on-going support. New recruits

up to speed quickly

Production of a proven process with local implementation,

results and experience reapplied to new

projects. Experience in network grows

Q A&

Q & A SESSION